I talk to a shocking number of Product Managers on a regular basis who are exasperated at their company’s approach to roadmapping.
Some companies refuse outright to have a roadmap, instead opting to put to paper only what they can commit to in the next few sprints – ie. a release plan or project plan. These poor product managers spend most of their time either firefighting or building whatever tickles the fancy of their CEO/noisy sales team/eager developers, etc. They constantly struggle to make the case for building anything with long term value.